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This study aims to examine the relationship between the influence of technological disruption and the transformation of business models mediated by adaptive organization and organization learning.

In total, 116 top management teams from the member of the Indonesian Advertising Association (P3I) were recruited for this study. The data was obtained through an online survey and analyzed using the PLS-structural equation modeling (SEM) technique.

This study revealed the importance of organizational learning and adaptive organization in minimizing technology disruption and enabler of the business model transformation. In an always-changing environment, the adaptive organization is the core element and catalyst of firm transformation. The acceleration of business model transformation is empowered through establishing an organization's learning system by exploiting existing knowledge, exploring new knowledge and cultivating a learning culture.

In today’s fast-paced digital world and a constant state of flux, advertising agencies need to build a sustainable business model and structure that allows them to be flexible, adaptive to changes and efficient.

To the best of the authors’ knowledge, this study was the first to develop a model to mitigate technology disruption and enable necessary elements to create a transformation business model.

This paper aims to present how iterative round‐trip modelling between two different business process modelling tools can be enabled on a conceptual level. Iterative round‐trip modelling addresses model transformations between high‐level business and executable process models, and how to maintain these transformations in change time. Currently, the development of these process models is supported by different tools. To the authors' best knowledge, no coherent collaborative tool environment exists that supports iterative round‐trip modelling.

This paper is primarily based on a literature review of state‐of‐the‐art business to IT transformations regarding business process modelling. The architecture of integrated information systems (ARIS) and Cordys tools are used as an example case in this research. ARIS is a business process analysis (BPA) tool suited for analyzing and designing business processes, while the execution and monitoring of these processes is allowed by Cordys, a business process management suite (BPMS). The theory is used for transforming between ARIS event‐driven process chains from the business perspective and business process modelling notation in Cordys from the IT perspective.

A conceptual framework is proposed to couple a BPA and BPMS tool for round‐trip business process modelling. The framework utilizes concepts from the model‐driven architecture for structurally addressing interoperability and model transformations. Ensuring iterative development with two tools requires traceability of model transformations.

In many organizations, BPA and BPMS tools are used for business process modelling. These are in practice often two different worlds, while they concern around the same business processes. Maintaining multiple versions of the same process models across two tools is a considerable task, as they often are subject to design changes. Interoperability between a BPA and BPMS tool will minimize redundant activities, and reduce business to IT deployment time.

This research provides a theoretical base for coupling a BPA and BPMS tool regarding iterative round‐trip modelling. It provides an overview of the current state‐of‐the‐art literature of business process modelling transformations, and what is necessary for maintaining interoperability between tools. The findings indicate what is expected in tool support for iterative development in business process modelling from analysis and design to execution.

This study aims to answer the question of how business models (BMs) maintain stability while coping with environmental uncertainties. This study proposes a dynamic co-evolution of knowledge management and business model transformation based on a comparative analysis of the focal firms’ BMs and their main partners in two e-commerce ecosystems in China.

The open data of listed companies regarding the introduction of emerging topics on the transformation tendency of BMs in the post-COVID-19 business world is qualitatively analysed. The theoretical foundation is based on a critical review of the literature.

Three aspects of the co-evolution between knowledge management and business model transformation are introduced. These three aspects are as follows: knowledge integration helps with multi-system business integration and decision-making collaborations; knowledge sharing helps to enhance cognitive ability and network value based on businesses; and the creation of new knowledge helps enrich the knowledge base and promote the transformation of BMs.

Solely attributing a firm’s ability to cope with environmental uncertainties to its business model weakens the importance of its knowledge management. This study argues that the co-evolution between knowledge management and business model transformation also plays a key role in a firm’s response to issues post-COVID-19.

This study calls for the development of a normative theory of co-evolution between knowledge management and business model transformation, implying uncharted territories of knowledge management based on interaction with business model designs in e-business ecosystems.

Under the influence of the digital economy, the digital transformation of manufacturing enterprises has attracted widespread attention from scholars at home and abroad due to its uniqueness and importance. However, the existing literature is still deficient in the inner mechanism of digital transformation and lacks research on the digital transformation process. Through in-depth interviews and rooted theory, this paper focuses on the key factors of digital development of manufacturing enterprises and constructs a model of the digital transformation process.

This paper takes China's manufacturing enterprises as research projects. First, through a literature search, the authors proposed three key factors for constructing sustainable competitiveness from digital transformation, that is, core technology innovation, business model re-engineering and organizational structure optimization. Second, the authors adopted the grounded theory approach to identify three sustainable competitive factors of manufacturing enterprises resulting from digital transformation and constructed a theoretical model. Third, based on Chinese manufacturing enterprises data, the authors used an empirical study to validate the three influencing factors. Finally, the authors identified the inner mechanism of the digital transformation of enterprises and put forward suggestions for enterprises to maintain sustainable competitiveness.

First, based on the existing literature, this paper identified the importance of digital transformation of manufacturing enterprises, and the essence of digital transformation of manufacturing companies was found to lie in the change in the combined effect of technological, market and organizational innovation. Second, based on the grounded theory, through in-depth interviews with manufacturing enterprises on digital transformation and open coding of interview transcripts, it was concluded that the key factors for the digital transformation manufacturing companies are core technology change, business model re-engineering and organizational structure optimization. Third, based on a dynamic perspective, the authors evaluated and validated digital transformation. The study found that manufacturing enterprises can improve their digital transformation capabilities through the trajectory of “core technology change – business model re-engineering – organizational structure optimization” to improve their sustainable competitive advantage.

Firstly, this study proposed three key factors for constructing sustainable competitiveness from digital transformation, that is, core technology innovation, business model re-engineering and organizational structure optimization, which enriched the theory of transformation and upgrading. Secondly, this study constructs the structural equation model of digital transformation and discovers the key factors pf digital transformation.

This paper aims to expand knowledge on strategy and business model transformation by exploring how the increased data availability can threaten the competitive positioning of data-based firms.

The study uses two longitudinal cases design. The data include a review of 270 business acquisitions performed by IBM and Yahoo! between 1995 and 2018 relying on publicly available documentation, corporate annual reports, shareholders presentations and press releases.

The study provides insights into how the availability of data can affect business models and the competitive advantage of data-based firms. Successful business model transformation in data-based firms appear to be contingent on dual-purpose mergers and acquisitions (M&As), oriented toward data and data-processing activities.

Inductive case studies yield results that require quantitative validation. The insights on business model transformation and M&As from this study were obtained within the context of data-intensive firms.

When formulating a growth strategy through M&As, strategists need to consider whether the current state of their competitive positioning requires single purpose acquisitions (e.g. data or data-processing capabilities) or dual-purpose acquisitions.

As data becomes a commoditized asset, further research and guidance are needed to assess the impact of this phenomenon on data-based business models. This study fulfills an identified need to gain insights into the relationship between business model transformation and M&A activity.

The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society.

In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon.

The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever.

The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.

The majority of business-to-business companies are working on their digital transformation in sales. Despite enormous transformation efforts, the expected productivity gains are often missing in most companies. Based on empirical research, this paper aims to develop a new market-oriented transformation model. Management implications as well as future research directions are derived for a more focused digital transformation process in sales.

Within the exploratory research study, 90 key informants were interviewed to provide better insights in the context of digital transformation in sales. The accuracy of the research results was safeguarded by triangulation.

As this research paper will show, the reasons for the missing productivity gains caused by a limited knowledge about the main success factors of digital transformation as well as a lack of understanding of digital transformation as an evolving process.

Based on the empirical research, a new market-oriented transformation model is developed and management implications as well as future research directions are derived for a more focused digital transformation process in sales.

This study aims to investigate solutions to answer several questions regarding the direct influence of the respond to environmental turbulence (ET) on firm performance (FP) and indirectly through business model transformation (BMT) on telecommunication internet service provider (ISP) in Indonesia. Furthermore, given the importance of telecommunication services for Indonesia to continue developing amid volatility, uncertainty, complexity and ambiguity, technology disruption impacts the telecommunication business. Also, investigating the relationship between BMT and FP simultaneously by embracing ET. Referring to the phenomena above, it is necessary to analyze what factors affect company performance. Therefore, this study aims to examine the effect of ET on FP, the effect of ET on BMT and the effect of ET on FP through BMT.

This study surveyed 239 ISPs in Indonesia through their top-level management representatives. In addition, this study analyzed the overall model good of fit and causal relationship using confirmatory factor analysis and structural equation modeling. This type of research is verification research. This study takes a quantitative approach by measuring the sample variables built on the construct and representing the study population. Verification research aims to test answers to several research questions regarding ET variables, BMT and company performance. The data are primarily collected through questionnaires distributed online. Respondents are the top management of every ISP organization and company as the unit analysis in this study. Of the 298 questionnaires distributed, 239 valid responses (80.2%) were obtained using the cross-sectional time method, and samples that met these criteria were carried out using a simple random sampling technique. This study uses a multivariant measure in measuring construct dimensions. All items have been rated on a five-point Likert scale ranging from 1 (“strongly disagree”) to 5 (“strongly agree”).

The results prove that responding to ET does not directly affect FP but indirectly affects FP through BMT. Thus, solutions to improve FP rely on BMT and build by developing responses to ET. The author finds that novelty BMT design is significantly related to what factors drive the business transformation towards achieving performance. Although, this study also finds that BMT positively mediates the relationship between ET to influence performance. ET alone is no longer adequate, and organizations need to revamp the BMT to achieve FP. The organization needs to leverage ET to respond to a shifting basis of competition and create a creative strategy to bring unserved customer segments and offer a high value for customer experience. This study also contributed to the movement of research trends targeted at BMT. This study provides an appropriate riposte for quantitative empirical studies that elucidate the correlation between BMT and FP by simultaneously embracing and managing ET. The relationship between BMT and the factors that support it will be higher comprehend when contextualized. This paper finds different designs and impacts of BMT on business transformation results that culminate in firm business performance as it faces an uncertain business environment that grows dynamically. Although this novelty is important, the authors found no support for effectiveness. However, this study highlights the robustness of the important factors that drive BMT to work effectively to improve business performance.

This research using the cross-sectional approach, thus cannot capture behavior over a period, might miss seizing the dynamic variable over an extensive period. Longitudinal studies can provide broader findings, especially by capturing the results of various dynamics levels in a certain period, and can analyze the causal relationship between variables in various time conditions. This research data was collected based on the provisions before COVID-19. Therefore, in the future, it may be useful to understand if there are differences in results during COVID-19. Further, researchers advise examining specific pandemic contingency factors as moderating variables for the current research model.

This study provides the implications of three factors such as: theoretical aspect: enriches the contingency theory view with RBV integrated industrial organization approach: systematically share organization to manage the business transformation based on the situation environment. This research contributes to leveraging contingency theory and dynamic capability theory by presenting organizational interactions that adapt to changes caused by ET changes in internal and based on external situations. Managerial aspect: This study provides managers with a comprehensive perspective on enhancing strategic dynamics by understanding and developing capabilities adapted from dynamic markets. Besides, regulation is an important driving factor for business continuity. Adaptive regulation is predictive in nature and anticipates various future changes in line with business developments in the 4.0 era. Investigating a set of antecedents of ET in changing business models has highlighted the importance of complementarity as a critical factor in developing future research. Regulatory aspect: Telecommunication regulations must be able to predict, anticipate and respond to challenges of technological development and the needs of society; involving practitioners who are competent in drafting regulations (fair business competition); involving independent bodies in carrying out regulations and regulations do not need to regulate technical details related to technology details because technology changes rapidly. Therefore, another recommendation for the managerial is managers need to improve skills to build ET strategic competencies on strategic resource flexibility, adapt to rapid changes and increase insight into opportunities associated with strategy implementation. Managers require developing a team that acts as a creative change agent to identify and predict unstable business conditions and harmonize changes from uncertainty in implementing policies and regulations. Managers must apply their leadership style effectively to appropriate situations to adapt to the effects of changing markets, regulations and competitors.

Telecommunication regulations expect to answer the global community’s needs that have developed into a networked civil society via the internet, answering the community’s needs, not just to follow trends and technological speeds. The implication of research on regulators requires the need to quickly formulate new regulations because the lengthy process of drafting regulations will result in unclear rules of play between stakeholders involved in business and communication technology.

This study extends the contingency theory and dynamic capabilities through organizational interactions, collaborative with RBV theory, and this study also extends previous research on business model innovation. Respond to ET alone cannot face unpredictable business turbulence. Organizations need to revamp the business model to achieve performance and examine BMT’s central role as unique to the service context and distinct from the more studied innovation process. This study highlights the strength of the critical factors that drive the BMT to work effectively to improve business performance, which shows the importance of paradigm-shifting innovation through empirical studies that explain the correlation between BMT and FP while embracing response to ET.

This paper aims to offer a conceptualization of how and why corporate level strategic change may build on historical differentiation at business unit level.

Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported.

The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the corporate‐level transformation process.

The results highlight the importance of corporate level “market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and corporate headquarters (CHQ).

The reported research offers an original contribution by showing the dynamic interplay of cognitive and organizational change processes, and highlighting the importance of building on existing capabilities and competencies despite the pressure to demonstrate strong turnaround activities.

The economic crisis triggered by the COVID-19 pandemic has had significant consequences on the activities of companies worldwide. This study aims to unveil how open innovation fostered business model innovation in small and medium enterprises (SMEs) during the pandemic.

The research adopts a qualitative approach, involving a multiple case study methodology, and focusses on six SMEs operating in various traditional sectors.

The findings highlight the impact of the external stimulus, COVID-19, on business model innovation and the key role of open innovation management in pursuing the business model innovation, which may also involve a digital transformation.

While some studies have examined how the pandemic has fostered business model transformation, to the best of the authors’ knowledge, this is the first study analysing the pivotal role of open innovation in driving business model innovation during challenging times, such as the COVID-19 pandemic.